Just reading the beginning of the article, and I couldn't help re-re-emphasizing how critical it is - as a manager at any level - to conduct "exit interviews" w

Just reading the beginning of the article, and I couldn't help re-re-emphasizing how critical it is - as a manager at any level - to conduct "exit interviews" with your report-tos and other dependents, right when taking over a group. This was one of the best methods I leveraged, in my over 25 yrs career, in all sorts of low or senior management positions, i.e. serious "exit interview" with any team I got anew, which helped me gage some of the insides. Simple questions like "why would you leave today, should X, Y and Z be no different somewhere else" and "why would you stay, should X, Y and Z be better somewhere else", etc., of course with very well refined variations on the X, Y and Z and topics derived from the initial questions, depending on the environment. And I always warned the folks about the "exit interview", and given some hints on what questions I may be asking, to let them prepare for the actual conversations to be had on this topic.